Annual Report 1998

Annual Report 1998

Annual Report 1998

Contents Introduction by the Chairman of the Board of Trustees

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Report of the Executive Director for 1998

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Countries in which the Foundation made earmarkings 1996-1998

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Financial Report 1998

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Major projects supported by the Foundation during 1998

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About the Bernard van Leer Foundation

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The Foundation’s Mandate

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Trustees and Staff at 1 May 1999

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Int roduct ion by the Chair man of the B oard of Tr ustees

Two core strategies underpin the work of the Bernard van Leer Foundation: - providing technical and financial support for innovative field-based approaches in the area of early childhood development; and - drawing on relevant experience from both the Foundation’s field-based programme and other relevant work in order to inform and influence policy and practice.

It gives me great pleasure to introduce this Annual Report by telling you that the Foundation has continued to pursue these strategies diligently and successfully. This is due to its professional, experienced and wellqualified staff, under the capable leadership of its Executive Director.

The results are clear: guided by its Strategic Plan, the Foundation has continued to tighten its approaches and procedures in each area of its operations; has continued to look critically at its own work; and has continued to develop important roles in the world of practitioners and policy makers. Overall, there has been a strong drive towards further enhancing quality throughout the Foundation.

The Foundation has also taken the first steps in a major exploration of one of the key themes in the development world, effectiveness. During 1998, we on the Board of Trustees approved

with considerable excitement, a new project called the Effectiveness Initiative. The objective is simple: to find out what is successful, in what terms and to what extent, in projects that seek to improve opportunities for young children living in disadvantaged circumstances. The scale, the scope and the depth of this initiative indicate the complexities of its theme (see page 8) and we look forward to reporting our reactions to its first year of operations to you next year.

As you are reading the Bernard van Leer Foundation’s Annual Report for 1998, I hope that you will share the sense of the Board that the Foundation is in good shape as it approaches its half century. But there is never any room for complacency: the world in which we operate changes rapidly and sometimes unpredictably. More than that, our enviable ability to see the day to day realities of work with young children, carries with it an obligation to keep pace with developments and to find still better ways of delivering what our Mandate sets out for us.

It is therefore particularly appropriate that the Foundation will not be spending its 50th anniversary year sitting back with a self-satisfied smile on its corporate face. Instead, it will continue to be deeply committed to making itself more effective in its own internal and external operations.

Ivar Samrén

OK, I’m ready!

The Netherlands: Samenspel project photo: Angela Ernst

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Report of the Executive Director for 1998 The Bernard van Leer Foundation supports projects that work to improve opportunities for young children living in disadvantaged circumstances. I therefore want to start my report by recording our recognition of the wonderful commitment to the well-being of young children that is shown by all the projects that we support.

I also want to thank my colleagues in the Foundation for their continued commitment and enthusiasm. With our Strategic Plan to guide us, 1998 was another year in which we made good progress in improving quality in all aspects of our work: from developing our programme of project support; through launching new dissemination devices; to enhancing internal efficiency. We also looked back to learn more from our accumulated experiences; and continued to look outwards to learn from others.

A report like this can only give a flavour of what we have been doing, why and with what results. It is arranged under the following sections: Supporting projects (page 5); Gathering, analysing and sharing (page 8); Partnerships and external relationships (page 11); Preparing for tomorrow (page 12); Events and awards (page 13); The Board of Trustees (page 15); and Conclusions (page 15).

The Strategic Plan 1996-2001 is our central tool in reaching the objectives in our Mandate (see page 37). It sets out our two interlinked strategies: an international grants programme in selected countries; and the sharing of knowledge and know-how in the domain of early childhood. At the operational level in 1998, this meant a focus on effectiveness and quality in our work, linked to a stronger emphasis on a theme-based approach. As in 1997, it also led us to engage still more fully with the wider world. Included here are stronger links with academia; the further development of partnerships with fellow organisations; and public relations.

people who are responsible for gathering, analysing and sharing experiences, ideas and knowledge (members of the Department of Programme Documentation and Communication – ); the people who are responsible for policy formulation and coordination, strategic partnerships and relations (members of the Executive Office); and the people who provide the technical backup that enables the Foundation to function (members of Support Services).

I can report good progress in all these areas in 1998 although there is still work to be done.

Supporting projects – the work of

Internally, the Strategic Plan emphasises the need for the greatest possible synergy to be developed between everyone in the Foundation.

That means the people who are responsible for the Foundation’s programme of project support (members of the Department of Programme Development and Management – ); the

PDM

The largest part of the Foundation’s expenditure supports projects operated by local partner organisations. These help to improve prospects for children from zero to seven years living in disadvantaged circumstances. As well as financial support, we also provide support in

Working out what books are about Mexico: Citlalmina Project photo: Unidad de Capacitación e Investigación Educativa para la Participación Poster competition entry B e r nard van Leer Foundat ion

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the conceptualisation, development and operational stages of projects; and in evaluation and follow-up work. This means that we develop working relationships with our partners in which we learn from one another. One strategically important benefit for the Foundation is that such relationships allow us to draw out the lessons that are being learned at all stages in the life of a project. It is this knowledge that forms the core of the dissemination work that I discuss later in this report (see pages 8-11).

During 1998 the Foundation approved grants to 125 projects in 37 countries, for a total value of  20.8 million. A list of grants of  15,000 and above can be found on pages 25-33, while the Financial Report (pages 18-23) gives a breakdown of all figures associated with project support.

Quality improvement Over the years, the Foundation has developed a very diverse programme of project support across the many regions and countries where it has a presence. Our highly contextual approach to programme development allows us to do justice to local circumstances and conditions in which disadvantaged children live. At the same time we have increasingly become aware of the need to identify the common ground and explore issues of quality which affect all projects. We feel that a better grasp of the issues, based on a discussion of relevant experiences, could give further impetus to improved strategies and methods for programme development.

As a result,  began a series of in-house discussions on elements of quality important to intervention projects with children, families and

communities. The idea is to determine the key issues that contribute to the success or failure of a project and then try to distil criteria from these that can be applied in future assessment and monitoring of new project submissions.

So far, a number of key issues have been clustered for discussions. These range from: early childhood development projects in comprehensive community development programmes, through the work of projects being sustainable, to issues of documentation and innovation in themes, objectives and strategies.

Project approaches and work As project funding is usually based on situational analyses, the Foundation’s programme of support has to reflect the specific local realities which often negatively impact on the lives of children. At the same time, a number of themes can be generalised from the overall programme as they manifest themselves in different parts of the world. These include: resilience in Argentina, Brazil, Chile and Peru; violence in the ;  orphans in Southern Africa; the role of men in childcare in Australia; and indigenous  practices in Botswana, Guatemala, Malaysia, Mexico, Peru, Namibia and Thailand. Income generating activities are also highlighted in new projects in Malaysia and Peru. Some of these themes have been emerging over time, and are now receiving attention because preliminary work has resulted in a number of projects coming through for funding – this is true of work on diversity in Belgium, Ireland and The Netherlands, for example.

Other themes are prominent in particular regions. For example, in Southern Africa they include: strengthening the skills of parents; community ownership of strategies to support children and parents; capacity building of

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community-based organisations; farm children; and translating the Convention on the Rights of the Child into action.

Let me give you a taste of what actually happens in the projects that we support by briefly reviewing two of them. The first is a project that aims to improve the prospects for children in the Isaan region of Thailand by enhancing local capacity to develop local curricula. The Office of National Primary Education is collaborating in this effort. On the face of it, this sounds worthy but rather conventional. However, it will be carried out by : The Art and Cultural Institute for Development, and the working methods of  are anything but dull. For example, the teachers who will participate in developing curricula and in learning how to use experiential methods in their teaching, can expect to find themselves discovering creative talents and personal resources that they never dreamed they had. The outcomes can be expected to be highly original but very practical.

partner organisation  and – in association with 18 other s – for emergency aid to communities. The second exceptional grant was to our partner organisation  in the People’s Republic of China for repairing damage to preschool classrooms caused by a severe earthquake.

Adequate financial control The Foundation continued its efforts to maximise its financial accountability and control mechanisms, at both project and Foundation levels. In addition, discussions with our partner organisations increasingly linked these to related issues of capacity building and resource development.

The second project is operated by  in Mozambique and concerns story telling by elders. This means rescuing traditional and new stories by involving elderly people in collecting and documenting them in written form and on tape. The stories will then be translated as necessary and the elderly people will narrate them to children in appropriate venues and via radio programmes.

Finally in this section, I want to mention two grants that we made because of exceptional circumstances. The first concerns our partner organisations in Central America who were seriously affected by Hurricane Mitch. In response, we agreed a grant in Nicaragua for the rebuilding of a training centre operated by our Hey! What are you reading?

Mexico: Citlalmina Project photo: Unidad de Capacitación e Investigación Educativa para la Participación Poster competition entry

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Reclaiming treasures from the ashes of a burned out camp Thailand: near the Burmese border photo: Liana Gertsch

We anticipate that, with access to new electronic devices and relevant software, we will give increasing emphasis to the initiatives to streamline and professionalise the financial project administration which began in 1998.

Foundation staff have already been equipped with relevant new skills and financial training, and this will continue.

In addition, the Foundation again applied its Internal Random Audit System (). This involves internal checks and balances of financial documents as they are received from our current partner organisations and appraised by Foundation staff. The system greatly helps to see the flaws in financial monitoring and allows for structural improvement in our approach.  has attracted wide interest in the foundation field because of its effectiveness and ability to enhance financial accountability and transparency.

Project support through Royal Packaging Industries van Leer In the spirit of both the founder of the Foundation and Royal Packaging Industries van

Leer, local companies can put forward proposals for projects up to  10,000 each year in the communities in which they operate. Such projects must be within our Mandate, and must serve specific community needs. During 1998, we evaluated our experiences with this system and decided that it will continue. It clearly benefits Royal Packaging Industries van Leer companies by helping them to position themselves in terms of their corporate social responsibility. In practical terms, they are developing positive relationships with local civic officials and with the communities to which they belong. This idea has also caught on with staff members of Royal Packaging Industries van Leer: in some companies they are forming committees to see how this kind of activity might be best implemented.

Gathering, analysing and sharing – the work of PDC

Much of this side of the Foundation’s work depends on our ability to access information and knowledge from the field via the projects that we support. We analyse and structure this knowledge, and add value by making comparisons and taking a broad view across countries and regions.

The Effectiveness Initiative As an example of what this can mean in practice, we laid the foundations for the Effectiveness Initiative during 1998 and it was approved as an internal project. The Effectiveness Initiative is a major piece of work that will delve deep into 10 projects – most supported by the Foundation – in 10 different countries, to try to discover what has contributed to, or detracted from, their effectiveness.

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In this we are going well beyond normal assessment procedures that try to show how well projects achieve what they set out to do. Teams comprising people from inside and outside the projects (some 40 people in all) will work with project participants in searching for such elements of evolution and development as: the key decisions that were made, the reasons for taking them and their actual consequences; the relationships that had an impact on the projects and their outcomes; the events that influenced the projects and the nature of their impact; the critical times in the projects’ development; the projects’ own sense of what has been achieved and how; and so on. A series of maps will be drawn for each project, each of which will detail a particular cross-section of the project. By studying these, and by overlaying any of them in any combination, we expect to be able to carry out explorations, comparisons and analyses both within a given project, and across any chosen group of projects.

The development work for the Effectiveness Initiative was completed during 1998 in collaboration with the Consultative Group on Early Childhood Care and Development, Save the Children Federation (), Redd Barna Norway, the Christian Children’s Fund, the Aga Khan Foundation, the Philippines Television Workshop, the project staff of  India, and a number of consultants.

Intranet and Internet We launched both our internal Intranet facility and our Internet website in 1998. Our Intranet site has already proved to be extremely useful in circulating information internally in much more effective ways than previously – for example, key points from project visits can now be seen and read by all staff at the same time. It has also

enhanced our efficiency – for example, all documentation about the Foundation’s internal operations can now be readily accessed. Our website – www.bernardvanleer.org – features all the core information about the Foundation and its work; and also contains many of our publications.

Learning from the past The Historical Project Database () is an initiative to help us learn from past experiences in order to develop present and future work.

Work began on this in mid-1996 and was completed in 1998. The material that it contains was extracted from the Foundation’s documentation, and describes 132 major early childhood projects supported by the Foundation since 1966, each of which lasted between one and 24 years. As we compiled the  we worked out a format that will help us in the development of a Qualitative Database () that we will begin to build in 1999.

The  will hold all available data about current projects – including reports, comments and analysis – and that data will be accessible from a wide variety of perspectives, in a wide variety of formats, thus enabling more profound insights, analyses and understandings.

A second activity designed to learn from past experiences is a programme of tracer studies. In these, we go back to people involved in projects a minimum of five years after the original intervention to find out how they are getting on and what effects, if any, the project had on them. During 1998 a tracer study of the Parentto-Parent project from the early 1980s was completed by the High/Scope Educational Research Foundation in the ; and two further studies were agreed in Trinidad and Jamaica.

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Front row seats in the Theatre of Life Guatemala: Cine Video Project photo: Marc Mataheru

the well-being of young children, from practitioners at all levels right through to parents. A broad-based international resonance group monitors each edition and provides critical feedback to help keep us on track.

New publications During 1998, we launched a new periodical aimed mostly at practitioners in the projects that the Foundation supports. It is called Childhood NetWorks and is a newsletter, the content of which comes from project staff themselves. Three issues were published in 1998, and each produced an exceptional number of enthusiastic responses from the readers in the field. The need for this kind of publication is demonstrated by the fact that  in Venezuela decided to translate Childhood NetWorks into Spanish, and the Kiryat Gat project in Israel decided to translate it into Hebrew. Both are distributed to all relevant Foundation-supported projects.

In February we launched the first edition of Early Childhood Matters, a thrice yearly publication about early childhood that features detailed explorations of themes and topics.

One edition or more are devoted to a theme, drawing extensively on the experiences and ideas of people who are directly concerned with

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In our ‘Working Papers in Early Childhood Development’ series, three publications were produced looking at different approaches to working with young children from different parts of the world. From Botswana comes the Kuru Development Trust’s paper Community owned development by Braam le Roux; from Morocco comes the Alliance de Travail dans la Formation et l’Action pour l’Enfance’s paper An innovation in Morocco’s Koranic pre-schools; and from The Netherlands comes the Anne Frank House’s paper This is me: in search of your own story.

Our annual Poster Competition continued to provide us with an excellent collection of good pictures to use in the Foundation’s posters, and several other publications, including this Annual Report. In 1998 we extended the competition to include children’s work and this added substantially to the quality and interest of the response.

Targeting and marketing Our Strategic Plan requires us to concentrate on the targeting and marketing of our products.

Two new publications described above – Childhood NetWorks and Early Childhood Matters – illustrate our commitment to this.

We also developed a new publication in Spanish called Espacio para la Infancia during 1998 and the first edition will be published in 1999. In tandem, we began a programme of substantially expanding our Spanish language mailing list.

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Resource Centre The Foundation’s Resource Centre was redesigned and reorganised during the year.

This involved weeding the existing collection of books and materials; a recategorising process to facilitate browsing and to improve access; and a facelift. The new environment makes the Resource Centre a pleasure to work in, not just for Foundation staff but also for our visitors.

Guest colleagues 1998 was the second year in which we invited guest colleagues with special knowledge, experiences and ideas to join us for short-term pieces of work. Kirk Felsman from Duke University, , spent time here drawing together his experiences and ideas about displaced children, and producing materials for publication. Both Kathy Bartlett from the Aga Khan Foundation, and Judith Evans from the Consultative Group on , contributed to the Effectiveness Initiative. Kathy Bartlett researched the basic concept of being effective in  work, while Judith Evans undertook a long and specific piece of work to bring the proposal from the outline stage to its final form as a developed project ready to be launched.

Judith Evans has now joined the Foundation for three years as coordinator of the Effectiveness Initiative.

Partnerships and external relationships – the work of the Executive Office

Developing our relationships with national and international organisations that have an interest in  and related fields remained an important area of activity for us during 1998. The range of contacts included multilateral organisations, governmental and non-governmental organisations, and foundations in both

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The Netherlands and other countries. These comprise, inter alia, the World Bank, the European Union, , , the Directorate-General of International Cooperation of The Netherlands Ministry of Foreign Affairs, , Save the Children, the Kellogg Foundation, the Aga Khan Foundation, the Australian Youth Foundation, the Southern African Grantmakers’ Association, and Philanthropy Australia.

Several of our relationships took the form of co-funding partnerships to support projects or programmes of work. Our co-funding partners included: the Commission of the European Union; the  Foundation; the Franciscus O Fund, managed by the King Baudouin Foundation; International Women’s Contact, The Hague; the Klein Hofwijck Foundation; the Levi Lassen Foundation; Levi Strauss Europe; The Netherlands Ministry of Foreign Affairs; the Schumacher-Kramer Foundation; the Verhagen Foundation; WeeTwee Holding ; and the World Trade Centre Association, Amsterdam. In total these partners contributed  1.3 million to 23 projects.

Board memberships A major reason for sustaining relationships with other players in our field, is gathering their experiences and ideas, thus influencing the Foundation and its work. During 1998, I served as a Member of the Board of the European Foundation Centre, and of the Board of the Council on Foundations in Washington .

Liesbeth Zwitser continued to serve as Vice Chair on the Board of the Vereniging van Fondsen in Nederland ( – The Association of Foundations in The Netherlands) during the year.

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Story telling … with full audience participation Brazil: Child Life Span Project photo: Antônio da Cunha Penna Poster competition entry

Public relations During 1998, we moved further towards raising the public profile of the Foundation. There were several reasons for this. The first and most important is the need to raise awareness of the importance of the early years in the development of children. We used to think that we should stay in the background. Now we believe that, in our efforts to promote the interests of young children, simultaneously promoting the Foundation and its Mandate makes us more effective in focusing attention on what must be done.

The second reason is to do with our position in the world of philanthropy where it is now accepted that playing a role in civil society demands transparency and accountability. The third reason is that the story of the Foundation, and the ideas and work of its founder (Bernard van Leer) and its principal architect (his son, Oscar van Leer) are inspirational. They also offer valuable lessons in how to set up such an institution. Increasingly I find myself talking with people who are inspired by more than just fiscal motives to follow the Van Leer example, and who want to know how to do it. The fourth reason stems from the fact that, through the Van Leer Group Foundation, we are a major beneficiary of the commercial activities of the industrial and consumer packaging company Royal Packaging Industries van Leer. The company’s stock market placing of a proportion of its shares in 1996 has increased our visibility.

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A fifth reason is that 1999 is the Foundation’s 50th anniversary. During 1998, we therefore appointed a public relations agency, Bennis, Porter and Novelli, whose first job is closely linked to a celebratory programme in 1999 that includes a variety of activities. This programme will be the starting point for a more structured public relations strategy in the future.

Preparing for tomorrow

New technology It is very important to recognise the key role of new technology in enhancing our effectiveness internally, and in establishing and sustaining rich relationships with other organisations and with the projects that we support. The introduction of new technology continued during the year, making heavy demands on our colleagues in the Automation Department. 1999 will be equally challenging for them.

Staff development Staff development in the Foundation includes a full programme of individual and collective training; and a system of formal placements so that staff can update and expand their knowledge. In 1998 two staff members spent time with institutions and organisations that are especially interesting for the Foundation.

Henriette Heimgaertner, Programme Specialist on the European Mediterranean Region, spent two months at the Children’s Research Center of the University of Illinois at Urbana-Champaign.

She focused on programme evaluation and the methodology of evaluation and gained valuable insights that will be useful in supporting and monitoring our grantees.

Wim Monasso, who has responsibility for the Foundation’s country programmes for, inter

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alia, Australia and New Zealand, spent eight weeks in Australia, based at The Men and Boys Programme of Newcastle University’s Family Action Centre. Mainly through national conferences, a workshop and exposure to urban and rural field activities, he immersed himself in the issues related to fatherhood and involving men in young children’s development and socialisation. These issues have emerged as relevant for future Foundation programme efforts in the Pacific. He gained a better understanding of them, made new network contacts and gathered resource materials.

Events and awards

Events As usual, our partner organisations have had a busy year in terms of events. Here I can offer only a few examples. A regional seminar was organised in Trinidad under the aegis of the Caribbean Support Initiative on the theme ‘Motherhood: the Dilemma of the Caribbean Teenager’. In Italy,  organised an evaluation seminar on its Resource Families Programme which was attended by some 120 family members, family support service personnel, administrators, policy makers and researchers from the five regions in which the programme operated. In Chile,  organised, and contributed substantial papers to, a national seminar about the roles of public services in holistic education for infants in the next millennium; while, also in Chile, the Fundación Integra organised a seminar on ‘Management and Curriculum in Rural settings’. In Brazil, São Paõlo organised two workshops and six seminars and conferences. One of these was to present what they call a ‘magic toy’ that has been developed by child development experts to offer a range of creative development activities for

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young children. The others were directly related to the implementation of aspects of programmes associated with strengthening resilience in young children. -São Paõlo also published three books on subjects related to the implementation of programmes about resilience; while  Asociados in Chile produced five publications on resilience and training. Among other publications was one from the : ’ More is Caught than Taught curriculum, a major piece of documentation relevant for minority groups dealing with internalised oppression. Meanwhile, in France, Relais Enfants Parents started to publish a quarterly journal specifically for imprisoned parents, a unique resource in a European Union member country. In India,  published the eagerly awaited Report of the Independent Commission on Health in India. The Commission itself was convened by the Executive Director of , Alok Mukhopadhyay, and drew its members from the highest echelons of the Indian medical world. The outcomes of the report are now under debate in Parliament, and are being picked up by government structures.

As Executive Director of the Foundation, I was invited to make a presentation to a conference organised by the World Bank called ‘Exploring partnerships with the World Bank’. In doing this, I was able to draw on concrete experiences in cooperation that the Foundation has had with the World Bank, particularly in Kenya where part of a World Bank loan to the Government has been channelled to local s for use in Community Support Grants. The Foundation, in a joint venture with the Aga Khan Foundation, was selected to be one of the agencies responsible for handling the Community Support Grants.

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My school India: Tying Nets, Catching Children project C Kavipriya (aged 6 years) Poster competition entry

opened the new building for the Foundation for Slum Child Care (), Klong Toey, Thailand.

At the same time a presentation was made to the Foundation in recognition of its support for the work of the .

Awards The Oscar van Leer Award has been presented annually since 1994 by the Foundation to recognise excellence in the field of early childhood development by a supported project.

We deferred this in 1998 because we wanted to associate what was expected to be the last award with the Foundation’s 50th anniversary celebrations. The fifth Oscar van Leer Award will therefore be presented at a ceremony in the Peace Palace in The Hague in 1999, in conjunction with an international conference on the Effectiveness Initiative. The Oscar van Leer Award will, however, continue. In 1998 the Board of Trustees of the Foundation approved a proposal to develop the Oscar van Leer Award into an event that continues to celebrate excellence but also produces something tangible. The presentation itself will become the centrepiece of a seminar dedicated to a topic of interest to the world of early childhood.

Among the projects that we support, it has been another year in which many of their achievements have been officially recognised.

I can only offer a representative selection here.

For example, on the occasion of the 50th anniversary of the founding of the state of Israel, the Association for the Advancement of the Ethiopian Family and Child in Israel (), was awarded  50,000 for its Home Visiting Programme by the Clore Foundation. This was presented by President Weizman of Israel. In Thailand, Her Royal Highness Princess Galyani Vadhana of Thailand

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In Venezuela, El Nacional – one of the country’s leading newspapers – awarded its Arturo Uslar Pietri Prize for Education to  in recognition of its work for the community and its promotion of the rights of children and youth. Also in Venezuela, El Programa de Las Naciones Unidas para el Desarrollo, through its Comité de Promoción de Alianzas para la Reducción de Pobreza, recognised the excellent quality of the management of the  Project operated by . The award highlighted the collaboration of public, private and civil sectors in the project and its contribution to the social development of the country.

In Turkey, Professor Çigdem Kagitçibasi, the founder of , received the 1998  award for ‘Distinguished scientific contribution to the international advancement of applied psychology’. The Sesame Street television series promoting respect and toleration between Israeli and Arab children, that was developed jointly by the Israeli Educational Television and the Media Unit of Palestinian Al-Quds University, in conjunction with the Children’s Television Workshop , received dual recognition during the year. First, it won the Japan Foundation President’s Prize for a series that was ‘most effective in promoting international cultural exchange and mutual understanding’. Second, the programmes were nominated for a British Academy of Film and Television Arts Award in the category ‘Best international children’s programme 1997/1998’.

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Once again, Foundation staff have also received awards for contributions made to early childhood development, through their work for the Foundation, and because of work that Foundation-supported projects have carried out. In May, I was privileged to receive an Honorary Doctorate from the University of Newcastle, New South Wales, Australia; and to receive a special award from the Family Action Centre of the University in recognition of the Foundation’s support. My colleague, Marc Mataheru from the Americas Desk, was made an Honorary Citizen of the city of Manizales, Colombia, in recognition of his work and the Foundation’s support to our counterpart agency , in developing programmes for young children there.

The Board of Trustees

In 1998, I was very pleased to welcome two new Board members. Joep Brentjens from The Netherlands has had a long and distinguished business career. Currently he is Chairman and Chief Executive Officer of the Board of Management of  , and a member of the Supervisory Board of several important Dutch companies. He is also a Trustee of the Foundation of the Catholic University of Nijmegen and Chairman of the Reinier Post Foundation. Jerry Pearlman from the  has also enjoyed a long and successful business career. He served for 12 years as Chief Executive Officer and Chairman of the Zenith Electronics Corporation, retiring on its sale. He now holds a wide range of directorships in the corporate world, is Chairman of the Board of Evanston Northwestern Healthcare, and a trustee of Northwestern University.

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Joep Brentjens and Jerry Pearlman join a Board that plays a vital role in the Foundation by focusing on the formulation of a vision. It is also concerned with the implementation of strategies that deal with what the Foundation will do for disadvantaged children, and at what cost. In practice, this means it is a governing Board that, apart from its supervisory role, effectively complements the direct management of the Foundation. Each individual member has a special importance as well, bringing in years of valuable experience that is combined with a deep commitment to social issues. It is also a Board that is genuinely interested in the work of the Foundation. In 1998 for example, the Board asked Foundation staff to provide an in-depth briefing on the intricacies and realities of child labour issues; and many Board members made field visits to see for themselves what happens day to day in the real world of early childhood.

Conclusions

I want to close by reiterating that 1998 was another year in which the Foundation made good progress in improving quality in all aspects of its work. However, this is not a time for complacency. We must remain alert to keeping a healthy balance between, on the one hand, building steadily on what we know; and on the other, confidently taking risks, asking questions and looking for the intangibles.

Rien van Gendt

15

An n u a l R e p o r t

Count r ies in w hich the Foundat ion made ear mar king s 1996 - 1998

Š

O G E

IE AF G R

19 K,

99

Argentina, Australia, Belgium, Botswana, Brazil, Chile, China (People’s Republic), Colombia, Egypt, El Salvador, France, Germany, Greece, Guatemala, India, Ireland, Israel, Italy, Jamaica, Kenya, Malaysia, Mexico, Morocco, Mozambique, Namibia, The Netherlands, Netherlands Antilles, New Zealand, Nicaragua, Nigeria, Peru, Poland, Portugal, South Africa, Spain, Thailand, Trinidad and Tobago, Turkey, United Kingdom, United States of America, Venezuela, Zimbabwe.

Bracelets only one Peso Mexico: Nuevas Espacios Educativas Project photo: Laura Wong Partida Poster competition entry B er nard van Leer Foundat ion

17

An n u a l R e p o r t

Financial Report 1998 The total income of the Bernard van Leer Foundation in 1998 amounted to  34.6 million, as shown in Table 7. As in previous years, the largest single element in the income of the Bernard van Leer Foundation –  28.9 million – came from the Van Leer Group Foundation. In comparison to 1997, the overall situation with respect to income and other available funds shows a slight increase.

The expenditure of the Foundation for 1998 is shown in Table 8. The total was  35.2 million, an increase of  1.1 million compared to 1997.

Financial Information

The financial information about the operations of the Foundation that follows is presented in a series of tables and charts with explanatory notes.

Ta b l e

1

Key data regarding charitable spending

Earmarkings* Commitments paid out Outstanding commitments

1996

1997

1998

24.1 24.1 42.3

24.8 23.2 40.7

24.5 20.8 40.7

Amounts  x 1,000,000 * Including contributions of co-funders and operational projects

‘Earmarkings’ are amounts of money that are set aside by the Foundation when projects are approved for funding. Normally an earmarking by the Foundation results in a contract with a grantholder, an organisation that is responsible for the implementation of the approved project. Once the Foundation and the grantholder sign this contract, the earmarking becomes a commitment.

‘Commitments’ are directly linked to the terms of the contract. As each project normally has a duration of several years, payments are made in periodic instalments.

Funds earmarked for a project are reserved immediately. This means that future payments to grantholders are never contingent on the future income of the Foundation.

‘Outstanding commitments’ are commitments to grantholders that, at the end of the year, were not yet due for payment. They include earmarkings made in 1998 and some made in previous years.

B e r nard van Leer Foundat ion

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An n u a l R e p o r t

Ta b l e

2

Earmarkings by country 1996-1998

1996 Argentina Australia Belgium Botswana Brazil Chile China (People’s Republic) Colombia Egypt El Salvador France Germany Greece Guatemala India Ireland Israel Italy Jamaica Kenya Malaysia Mexico Morocco Mozambique Namibia The Netherlands Netherlands Antilles New Zealand Nicaragua Nigeria Peru Poland Portugal South Africa Spain Thailand Trinidad & Tobago Turkey United Kingdom USA Venezuela Zimbabwe Others

1997

0.087 0.014 0.133 0.023 1.292 0.252 0.050 0.095 0.431 1.125 0.456 0.040 0.019 0.724 0.291 0.003 2.142 0.610 0.511 1.868 0.243 0.229

0.144 0.023 0.573 0.207 0.907 0.018 0.046 0.020 1.405 0.602 0.713 0.769 0.032 3.788 0.006 0.699 0.124 1.423 1.949

0.132 0.973 1.057 0.167 0.158 1.250

0.387 0.718 0.484 0.157 0.014 0.030 0.016 0.421

0.758 0.729 0.859 0.983 0.543 0.153 0.023 0.033 0.226 2.117 1.018 0.420 0.641

1998 0.297 0.505 0.200 0.168 1.304 0.481 0.139 0.106 0.062 0.008 0.084 0.797 0.973 1.658 0.138 0.281 0.037 0.179 1.159 0.409 0.946 0.206 1.667 0.276 0.227 0.008 0.008 0.629 0.132 0.593

0.051 1.517 0.816 0.437 0.924 1.005 1.217 0.176 0.490 0.884 0.039

0.271 0.895 1.521

0.041 2.399 0.959 1.072

1996-1998 % of total 0.384 0.663 0.356 0.191 3.169 0.940 0.189 1.108 0.511 1.179 0.476 1.529 1.418 2.410 2.718 0.173 6.211 0.653 1.389 3.151 2.075 3.124 0.206 2.186 1.967 1.768 0.332 0.180 1.909 0.148 1.772 0.729 1.181 3.395 1.359 2.111 0.947 1.038 1.484 4.692 2.467 2.376 0.680

0.6 1.0 0.5 0.3 4.7 1.4 0.3 1.7 0.8 1.8 0.7 2.3 2.1 3.6 4.1 0.3 9.3 1.0 2.1 4.7 3.1 4.7 0.3 3.3 2.9 2.6 0.5 0.3 2.9 0.2 2.6 1.1 1.8 5.1 2.0 3.2 1.4 1.6 2.2 7.0 3.6 3.4 0.9 100.0

Subtotal Operational projects

22.878 1.181

23.231 1.530

20.835 3.704

66.944 6.415

Total

24.059

24.761

24.539

73.359

Amounts  x 1,000,000

B er nard van Leer Foundat ion

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An n u a l R e p o r t

Over the last three years, the Foundation has made grants/earmarkings in 42 countries in both developing and industrialised countries. For the next three years the Foundation will limit its grantmaking to 40 countries. For details see page 35 of this Annual Report.

Earmarkings include those for country-based projects and those for operational projects. The latter are projects that are implemented by the Foundation itself and include: the Publications and Video programme; Network Development; the project on Culturally Relevant Approaches; the Effectiveness Initiative; and so on.

Ta b l e

3

Earmarkings in developing and industrialised countries

1996

1997

1998

1996-1998 % of total

Developing countries Industrialised countries

13.8 9.1

14.4 8.8

15.8 5.0

44.0 22.9

65.8 34.2

Total

22.9

23.2

20.8

66.9

100.0

Amounts  x 1,000,000

For the categorisation of countries as ‘developing’ or ‘industrialised’, the Foundation uses the United Nations’ criteria. In 1998, the actual distribution of earmarkings over developing and industrialised countries surpassed the policy intentions of the Foundation: more than 60 percent were made to developing countries; less than 40 percent to industrialised countries. This is a matter of some satisfaction to the Foundation.

Ta b l e

4

Earmarkings 1998*

NLG

0 50,000 150,000 300,000 500,000 1,000,000

– 50,000 – 150,000 – 300,000 – 500,000 – 1,000,000 – >

Total

Number

Amount (Millions NLG)

61 29 14 9 10 2

1.3 2.5 3.0 3.4 8.2 2.4

6.3 12.0 14.4 16.3 39.4 11.6

125

20.8

100.0

*Excluding operational projects

B e r nard van Leer Foundat ion

20

An n u a l R e p o r t

Amount as % of total

During 1998 the Foundation made 125 earmarkings in response to approximately 1,050 funding applications. The number of applications for funding has remained quite stable over the last three years.

Of the 125 earmarkings in 1998, 61 were below  50,000. These small-scale, one-off grants represent only 6.3 percent of the total amount earmarked. The remaining 64 earmarkings relate to long-term projects, the development of which is carefully monitored and actively supported. The processes and outcomes of such projects are analysed with a view to informing policy and practice. They provide the Foundation with the profile it wishes to have: not just a funder but an organisation that adds value to its funding.

The figures in Table 5 relate only to the 64 principal earmarkings of the Foundation in 1998, that is earmarkings of  50,000 and above.

Ta b l e

5

Earmarkings of

NLG

50,000 and above in 1998*

New Projects NLG

50,000 150,000 300,000 500,000 1,000,000

-

150,000 300,000 500,000 1,000,000 >

Total

Current Projects

Number of Earmarkings

Number

29 14 9 10 2

6 5 5 5 1

0.6 1.2 1.8 3.7 1.4

23 9 4 5 1

1.9 1.8 1.6 4.5 1.0

64

22

8.7

42

10.8

Millions

NLG

Number Millions

NLG

*Excluding operational projects

It is important to realise that the number of earmarkings is not identical to the number of new projects. In fact, 42 earmarkings were made for current projects in 1998. These were either for extensions or for supplementary funding. Twenty two earmarkings were made for new projects.

The actual duration of funding for individual projects varies from a few months to five years. The average duration of funding for projects that were operational in 1998 was 24 months.

B er nard van Leer Foundat ion

21

An n u a l R e p o r t

Ta b l e

6

The Bernard van Leer Foundation funding, counterpart funding and co-funding

1996

1997

1998

1996-1998

% of total

BvLF funding* Counterpart funding

24.1 17.4

24.8 27.3

24.5 15.2

73.4 59.9

55.1 44.9

Total

41.5

52.1

39.7

133.3

100.0

Amounts  x 1,000,000 *Including contributions of co-funders

Monitoring of projects by the Foundation goes beyond the monitoring of those parts that are funded by the Foundation itself. Also included are the parts that the grant holder, on its own initiative or with support from the Foundation, is able to attract as direct additional funding for the project. This is called counterpart funding. In addition, the Foundation attracts funds for the projects it supports from other donors.

Such external contributions are channelled through the Foundation to the projects and this is referred to as co-funding.

The combination of earmarking by the Foundation (including co-funding) and counterpart funding, adds up to the value of the programme that is monitored by the Foundation. For the period 1996-1998 this was  133.3 million, as is shown in Table 6.

Co-funding contributions are shown separately in Table 7.

Ta b l e

7

Income and other available funds

1996

1997

1998

Co-funders Other sources

27.0 2.0 4.6

27.4 1.5 3.7

28.9 1.3 4.4

83.3 4.8 12.7

82.6 4.8 12.6

Total

33.6

32.6

34.6

100.8

100.0

VLGF *

Amounts  x 1,000,000 * Van Leer Group Foundation

4,8% 12,6%

VLGF

Co-funders Other sources

82,6%

B e r nard van Leer Foundat ion

22

An n u a l R e p o r t

1996-1998

% of total

Besides the use of income for earmarking to country-based projects and operational projects (together referred to as ‘earmarking to projects’), the income of the Foundation is used for the other categories of expenditures that are shown in Table 8.

Ta b l e

8

Expenditure

1996

1997

1998

1996-1998 % of total

Earmarking to projects Programme Development and Management Programme Documentation and Communication Central Costs Other expenditures

24.1

24.8

24.5

73.4

72.3

4.4

5.1

5.5

15.0

14.8

1.8 1.9

2.0 2.2

1.9 2.1 1.2

5.7 6.2 1.2

5.6 6.1 1.2

Total

32.2

34.1

35.2

101.5

100.0

Amounts  x 1,000,000

14,8% 5,6% Earmarking to projects 6,1%

Programme Development and Management

1,2% Programme Documentation and Communication Central costs Other expenditures 72,3%

Comparing Table 8 and Table 7, differences can be seen between the expenditures and income of the Foundation. Such differences can be explained by drawings on, or additions to, a reserve fund that the Foundation has on its balance sheet. For instance in 1998, with an income of  34.6 million and expenditures of  35.2 million, an amount of  0.6 million was drawn from the reserve fund. At the end of 1998, the reserve fund totalled approximately  20.9 million.

B er nard van Leer Foundat ion

23

An n u a l R e p o r t

Major projects supported by the Foundation during 1998

The list below shows the range of the Foundation’s grant making activity during 1998. Only projects for which grants of  15,000 and above were made are included; and they are arranged in alphabetical order by country as follows: Name of project with acronym where applicable Name of partner organisation(s) with acronym where applicable A brief description of the purpose of the grant.

Argentina

Botswana

Dissemination Resilience Practice

Regional Study – Situational Analysis of Marginalised

Centro Internacional de Investigación y Estudio de la

Children

Resiliencia ()

Kuru Development Trust

For the gathering, structuring and regional dissemination

For research into the practicalities of  in San/Bushman

of lessons learned on resilience in Chile, Peru and

Communities in Botswana, South Africa, Namibia and

Argentina via the publication and distribution of eight

Zimbabwe; and for exploring alternatives for education

papers in Spanish, and four regional workshops.

and care for the San and other marginalised groups in similar circumstances. A regional plan will result.

Australia Brazil

Mobile Muster 1998 Contact Inc. for Indigenous Mobile Services

Childhood Messengers

For the eighth National Mobile Muster (gathering) for

Serviço Social da Indústria () do Estado de Rio Grande

28 Mobile Services that serve families and children in

do Norte

remote and isolated areas.

For working through adolescents (child-to-child) to enhance their young siblings’ self-esteem, using play

Towards a New Phase in 

activities; and to improve their physical well-being. The

Intelyape-Lyape Aboriginal Corporation

grant is also for testing strategies to improve the

For consulting the community about the project’s

economic status of families.

effectiveness and about new  needs; for conducting consolidation and dissemination work; and for

Resilience Review

enhancing the Corporation’s institutional capacity.

Serviço Social da Indústria () São Paõlo For a review of the actual outcomes of work on strengthening resilience through  intervention

Belgium Diversity, Early Childhood Education

programmes; and for contributing to the design of a review

and Training ()

of resilience projects in four Latin American countries.

Vormingscentrum voor de Begeleiding van het Jonge Kind ()

Rural Children’s Self-esteem

For enhancing the development of a European network on

Secretaria da Saude do Estado de Ceará

diversity in  by developing a website and organising a

For fine-tuning an approach to enhancing the self-esteem and

training of trainers week, and by disseminating anti-bias

social development of 500 children aged two to eight

principles in the Flemish-speaking part of Belgium.

years in three poor rural communities; and for assessing a non-formal  strategy for further work.

I know! I know! I know!

Kenya: Children of Kiwanja Kimaye Project photo: Jomo Kenyatta University

B er nard van Leer Foundat ion

25

An n u a l R e p o r t

China (People’s Republic)

Guatemala

Hebei Preschool

Niños Indígenas Desplazados

China National Institute for Educational Studies ()

Enfants Réfugiés du Monde

For further testing of in-service training about

For further developing a community-based preschool

involving children in active learning and adapting

system for refugee indigenous children aged three to six

teaching to meet the needs of individual children; for

years in the Ixil Triangle, a mountainous area in

testing new resources; and for testing a system to reduce

Northwest Guatemala; for the strengthening of parent

the costs of training and supervision by using local

committees; and for strengthening an association of

existing sources in a cost-effective manner. This is in

bilingual preschool teachers.

preparation for going to scale.

India Preschool Repairs

Better Care Services

China National Institute for Educational Studies ()

Voluntary Health Association of India ()

For repairs to preschool classrooms of Foundation-

Two grants for the production of nine booklets that will

partner CNIES in the areas most affected by an

upgrade the skills of Village Health Workers in areas of

earthquake that hit Hebei Province in January 1998.

health care where improvements are needed. These include: care at birth, better childcare, ear care and care

Germany

of handicapped children. The books are aimed at the 100,000 Village Health Workers with whom  works.

Turkish Children and Mothers Verein Ausländische Kinder und Mütter e.V. For investigating how to ensure the long-term

Children in Focus

sustainability of the association through income

People’s Institute of Development and Training

generating activities within a community context, and

For a study of children as they enter formal education

through national funding organisations.

whose families have never attended formal school/ educational settings. The results of the study will be

Greece

available through an illustrated report, a multimedia

Metaxourgio

presentation and a video.

Centre of Artistic and Pedagogical Training () For collecting qualitative and quantitative socio-economic



and socio-educational data in the Romany community

Centre for Health Education, Training and Nutrition

of Metaxourgio. This is in preparation for a project that

Awareness ()

will provide childcare and preschool facilities, and also

For work in collaboration with Healthlink World-Wide

enhance learning opportunities for mothers.

and Child Health Network, to adapt accurate and easily understandable health information to local conditions

Synergy II

and make it available in local languages.

Societé pour l’Epanouissement et les Activités Créatives des Enfants ()

In Defence of the Child

For further upgrading educational practices in

Committee for Legal Aid to the Poor ()

preschools via in-service training for early childhood

For work to protect the rights and entitlements of children

educators; and for developing and providing training

with particular attention to the youngest children in the

for preschool administrators at local and regional level.

most difficult circumstances. This will include the

The grant is also for disseminating the Synergy model

collation of a handbook; the organisation of a workshop

nationally and for working towards sustainability.

for 40 frontline organisations to develop an agenda for advocacy; representations to strategic audiences; and the prosecution of 25 law enforcement cases.

B e r nard van Leer Foundat ion

26

An n u a l R e p o r t

Taking Care of our Children II

The training concentrates on eight Arab towns in the

Self Employed Women’s Association ()

north of the country, creating frameworks for child

For providing holistic childcare to children aged zero to

stimulation and enrichment, and forging links with

six years; for undertaking action at local, state, national

local and national governments as well as other

and international levels to change policy so childcare is

institutions.

included as a minimum need of low-income families, and of women in particular; for building up the capacity

Day Care Management Training

of childcare workers and parents; and for planning the

Acre Women Association – Dar al Tifle al Arabi

long-term sustainability and self-reliance of ’s

For the implementation of a 10 month training course

childcare programme.

for 20 to 25 low-income women that involves them departing from their traditional role in society in favour

What is a girl? What is a boy?

of a more active one, and transmitting these new values

Voluntary Health Association of India ()

to their children. The course focuses on managing and

For the production of a 20 minute film in Hindi, based

directing daycare and preschool centres.

on a book of the same name, that investigates biological and cultural gender differences between girls and boys.

Jamaica Tracer Study Teenage Mothers

Who Cares for Children?

Degazon-Johnson Associates

Mobile Creches

For a tracer study to assess the impact of the first year

For pursuing a national priority agenda that aims at

of the Teenage Mothers Project 1986-1987 on 10 mothers

change in national legislation and policies; stronger and

and children, by drawing comparisons with a control

more effective regional networks; documentation on thematic/strategic priorities; the generating of a groundswell of support for child care issues in disadvantaged communities; and enhancing strategic contacts.

Ireland National Parent Support Programme, South East South Eastern Health Board For adapting and implementing a community-based, peer-led support programme for parents with children aged zero to two years, by training home visitors.

Without Prejudice in the Early Years Pavee Point For a consultation process around anti-bias principles in early childhood education, as part of a wider programme at European level.

Israel Al Tifle Fil Wasat Israel Association of Community Centers For implementing a further period of training in the form of practising peer learning among project staff.

Don’t disturb me: I’m busy Guatemala: Los Niños Project photo: Marc Mataheru Poster competition entry

B er nard van Leer Foundat ion

27

An n u a l R e p o r t

group. The work will be in close collaboration with the

education programmes to 2,400 children in the area of

Rural Family Support Organisation, a new umbrella

Korogocho, Nairobi. The project builds on an existing

organisation that supports teenage mothers, their

model drawn from 10 pilot daycare centres.

children and extended families in their homes.

Participatory Training

Kenya

Kenya Institute of Education ()

Children and Young Mothers Programme

For strengthening the capacity of 28 national trainers,

Slums Information and Development Resource Centres

76 district trainers, 840 preschool teacher trainers, 144

()

community leaders and 1,920 preschool and primary

For work to empower young mothers by using

school teachers in experiential and participatory

information as a tool for mobilisation, building

methodologies; and increasing their knowledge about

knowledge, fostering participatory development, and

⁄, gender, maternal and child health, and

sensitising key players on nutrition, children’s rights

alternative approaches and sustainability in .

and ⁄. The aim is to reduce apathy and vulnerability, build capacities of young people, and offer an alternative way of life to potential street children.

Malaysia Lessons from the Countryside Partners of Community Organisations in Sabah ()

Home-based Daycare in Korogocho

For strengthening indigenous children through

African Network for the Prevention and Protection

education, confidence building and promoting relevant

against Child Abuse and Neglect ()

cultural practices; for supporting income generation and

For work to reduce social injustice by providing

savings; and for enhancing the capacity of indigenous

affordable and accessible early childhood care and

groups to control early childhood programmes that support indigenous values and aspirations.

Mexico Citlalmina Unidad de Capacitación e Investigación Educativa para la Participación () For consolidating and expanding existing childcare and other educational projects in the States of Mexico and Oaxaca, by developing and strengthening associations of indigenous women. The women combine efforts to improve their income-generating activities with a social view that includes their own development, and the care, education and development of their children.

Mozambique A Chance in Life Save the Children Alliance () For the translation into Portuguese, printing and distribution of 5,000 copies of a practical booklet for child development practitioners, many of whom work in remote places. The booklet looks critically at ways of bringing about real improvements in children’s chances in education.

Childminding is just one of my family roles Malaysia: Orang Asli children from Tanjung Malin

B e r nard van Leer Foundat ion

28

An n u a l R e p o r t

Cabaça Mágica

New Path for Children



Associação da Criança, Família e Desenvolvimento ()

For increasing the number of quality, child focused

For creating opportunities for 4,500 disadvantaged

publications, for at least 90,000 children and caregivers

children and adolescents by strengthening their families’

in nine provinces where relevant cultural materials are

capacity to participate in and influence the various

otherwise non-existent; for encouraging adults and

processes leading to improved development opportunities

children to read; and for encouraging the government

and living conditions. The grant is also for documenting

and private agencies to prioritise the production of

the social reintegration process of children affected by

reading materials for children.

war; for exploring different options to respond to the context of these children; and for developing qualitative

Conversas em Grande Roda

child development indicators.

Associação da Criança Família e Desenvolvimento () For putting in place collaborative mechanisms between

Namibia

, Centro Popular de Cultura and Desenvolvimento

Home Visitors Programme

() Brazil, and Instituto das Comunidades

Council of Churches Namibia

Educativas () Portugal, to reduce the isolation of

For reaching more than 3,000 children and mothers

Mozambique with respect to learning and sharing good

through informal home-based care arrangements; for

practice with other Portuguese-speaking countries.

monitoring and supporting home visitors who work

Collaboration will centre on further developing

through 104 playgroups in peri-urban and isolated

Qualitative Child Development Indicators (), self-

rural settings; for strengthening community ownership

evaluation and training of community-based

of the programme; and for advocacy and awareness-

practitioners. Mechanisms will include a website,

raising work at all levels on the importance of .

six-monthly bulletins and publications based on case studies.

Speaking from the Heart Optimedia

Database on Children

For the production of an educational video on traditional

Fundação para o Desenvolvimento da Comunidade ()

childrearing practices of the San/Bushmen in Namibia

For work to establish a practical database of information

and Botswana, that will be used by the Foundation’s

on children that can be systematically analysed and

partners to build their own unique community-based

shared with others, thereby contributing to better

programmes for children and adults in the Bushmen

planning and policy development of children’s

communities.

programmes. This is in preparation for a complementary

The Netherlands

capacity building initiative.

Child Care and Anti-Bias Elderly as Story Tellers

Bureau  voor Kwaliteit in Methodiek en

Associação dos Aposentados de Moçambique ()

Management

For documenting traditional and new stories involving

For development, training and dissemination work to

the elderly in the gathering of materials. The materials

introduce the Anti-Bias Education approach into the

will be collected in written and audiotape forms and

childcare sectors in The Netherlands. This includes

translated for specific target audiences. The elderly will

producing a comprehensive manual for childcare

narrate these stories to children in appropriate venues

providers. The work is in collaboration with the

and via radio programmes.

Nederlands Instituut voor Zorg en Welzijn () and the Vormingscentrum voor de Begeleiding van het Jonge Kind (), Belgium.

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Nigeria

JongLeren II Stichting Community and Business

Child-to-Child Imo State

For supporting a sub-project for four to seven year olds

Imo Youth Network Programme

within the JongLeren programme that helps young

For work to improve the quality of care for children in

immigrant children cope better with school.

two homes for motherless babies and two community  centres in Imo State. The child-to-child approach to be used in this project increases the  skills of

Nicaragua Encuentro Nacional

adolescents while promoting their interaction with

Save the Children Nicaragua

young children.

For a major national conference initiated by Save the Children Nicaragua and the Bernard van Leer

Consolidation Stimulation/Play

Foundation, and supported by counterpart agencies

Community Child Education and Development ()

and the Ministry of Education. The conference

For improving ’ capacity to provide proper skills

concerned the situation of children, existing non-formal

training of parents/caregivers, community leaders and

educational programmes, and ways to develop policies

government representatives, as part of the Foundation’s

and strengthen collaboration to increase and expand the

capacity building programme in the north of Nigeria.

impact of these programmes.

Training in Kano and Imo States Hurricane Mitch

The Van Leer Nigerian Education Trust



For training caregivers in Kano and Imo States, where

For the rebuilding of one of Foundation-partner

increasing numbers of children aged from zero to three

’ training centres; and, in association with 18

years are being cared for by untrained and inexperienced

other s, for emergency aid to communities hit by

caregivers or older siblings, in garages, backyards and

Hurricane Mitch in October 1998.

one-room apartments.

Peru

Niño-a-Niño Centro de Investigación y Servicios de Salud ()

Andean Child-to-Child

For strengthening and disseminating the child-to-child

Coordinadora de Desarrollo y Apoyo Comunal ()

approach as developed by , in Nicaragua

For the design and testing of a culturally appropriate

and other countries in the Central American region, via

child-to-child approach that involves adolescents

training and educational materials; and for improving

mentoring poor rural Quechua children aged four to

the health, nutrition and living conditions of young

seven years in the district of Los Morochuchos in the

children in Nicaragua.

Department of Ayacucho.

Servicio de Capacitación

Casa Comunal Abancay

La Verde Sonrisa

Federación Agraria Revolucionaria de Apurimac ‘Juan

For enhancing La Verde Sonrisa’s training capacity for

Velasco Alvaro’ ()

staff of non-formal daycare centres by further upgrading

For setting up a childcare service to inform parents on

its training facilities; for purchasing equipment and

 issues and provide care to rural children aged zero

educational materials; and for providing Internet access

to five from the valleys surrounding Abancay city.

in its documentation centre.

The project will also serve as a demonstration site for the Provinces of Ayacucho and Huancavelica.

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An n u a l R e p o r t

Mother’s Bank

advocate for alternative service provision and support

Centro de Promoción y Desarrollo Poblacional ()

for child victims of violence. The grant is also for

For a feasibility study into the setting up of an

developing the capacity of children to express

independent  specialised in providing rural credit

themselves through writing, drawing and songs, and to

for poor women in the Departments of Ayacucho,

self-publish them in a Children’s Supplement of

Apurimac and Huancavelica. This will be carried out by

Children .

60 field workers trained by consultants, and will assess the women’s training needs as well as income

Family in Focus ()

generating opportunities in local markets.

Western Cape Foundation for Community Work () For reaching a greater number of young children by

Staff Training

implementing and further strengthening the development

Ministerio de Educación ()

of home-based, home visiting and childminding

For two technical workshops to be attended by Ministry

services. This will be done by strengthening ’

officials and field staff about new conceptualisations in

capacity and staff expertise; by consolidating the

: resilience; emotional intelligence; and the use of

programme in six communities; and by community

play and toys in children’s socialisation processes. The

mobilisation and capacity building.

workshops will be documented by  and the information will be disseminated.

Young Children’s Aggression Ministerio de Educación () For developing an approach to identifying and preventing peer aggression – the conscious desire to hurt another child and/or put that child under stress – among 800 three to five year old Quechua speaking children who attend non-formal preschool centres in the Departments of Ayacucho, Huancavelica and Metropolitan Lima.

Portugal  Centre II Associação in loco For consolidating, documenting and evaluating the Entre Mães stimulation programme for mothers and children aged zero to three, living in remote rural areas in southern Portugal; and for informing professionals and policy makers in order to achieve the institutionalisation of Entre Mães by local and regional authorities.

South Africa Children  Children  Agency For the continued publication of the periodical Children  as an outlet for practitioners to voice their views on children and children’s rights, and to

Shy? Me? Peru photo: Gerry Salole Poster competition entry

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Softer Childhood

especially those in the developing or ‘Majority’ world. It

Small Beginnings

includes presentations on ‘Why invest in ’, ‘What

For building relations with, and gaining access to, existing

forms integrated, holistic early childhood programming

community-based, non-governmental and governmental

can take’ and ‘What active learning, community

services; for exploring ways of reaching young children

participation and developmentally-appropriate

who are not in preschools; and for influencing training

activities look like in the context of children’s lives’.

to produce a fundamental change in staff orientation towards the community-based approach.

Meta-Website on Resilience University of Illinois at Urbana-Champaign

Thailand

For the setting up of a website, linking all current

Border Schools

websites on resilience; and for the establishment and

Women’s Education for Advancement and Empowerment

maintenance of a comprehensive bibliography of

()

resilience literature with access via the World Wide

For establishing or improving nursery schools with the

Web. This will be taken over by the  Clearinghouse

aim of providing physical and emotional environments

on Elementary and Early Childhood Education at the

that are both safe and developmentally stimulating for

University of Illinois.

1,000 exiled children living along the Thai-Burmese border. The grant is also for associated training for

Mid South Family Alliance Programme ()

teachers, and outreach work to parents and families.

Foundation for the Mid South For strengthening local, state and regional alliances that

Footholds in the Hills

will upgrade early childhood provisions through shared

Inter-Mountain People’s Education and Culture in

learning, collaboration and strategic planning; and for

Thailand ()

working toward the launching of new major childcare

For developing  capacity within  and in the

and child health related programmes with public and

communities in which it works; and for formulating a

private support.

longer term proposal for the care of highland children that draws on the findings of a participatory rural

 Dissemination Programme

appraisal by  on the situation of these children.

Vanderbilt University For expanding the  home intervention model to

The Isaan Bright Child

include new programmes in Mississippi and Louisiana,

: The Art and Cultural Institute for Development

in collaboration with an intermediary agency that will

For improving  for 55,000 young children in Isaan

provide training, monitoring and fundraising functions;

by – in highly creative ways – promoting local capacity

for equipping local partners with the skills to contract

to develop an appropriate and relevant curriculum;

for services; and for testing alternative financing models

introducing experiential methods in teaching; setting up

to enhance the sustainability and long-term survival of

an early childhood teachers’ network; and establishing

local  programmes.

an Isaan Early Childhood Council that will advocate for improvements in policy and practice.

Mississippi Child Care Moore Community House Inc.



For laying the foundations for a state-wide childcare

- on  programming

initiative, involving all major stakeholders. This will

Consultative Group on 

seek to build a community-based childcare service

For producing a - of resources for those involved

delivery system for low income families; raise the

in planning, designing and developing programmes in

quality of childcare for low income families; market the

early childhood care and development () –

need for quality childcare; and advocate at the state level.

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An n u a l R e p o r t

Mississippi Child Care

Farm Play Groups

Moore Community House Inc.

Farm Community Trust of Zimbabwe

For initiating a programme of activities that will aim

For further developing an integrated approach to 

at advocating for improved childcare policies and

on commercial farms where living conditions for the

greater public investment in childcare programmes

families of farm workers are poor and ⁄ has

available to poor families in Mississippi; for building an

reached pandemic proportions. The work includes

extended, 1,000 member, grassroots and resource base

mobilising of parents, training, and collaboration with

of parents and childcare providers; and for training 500

farm owners, local government and .

childcare providers.

Regional Project Middle East Venezuela

Sesame Street: Kids for Peace

Programa de la Familia y del Desarrollo Integral del

Children’s Television Workshop

Niño ()

For a 22 month summative evaluation study and an

Programa de Atención Comunitaria para la Familia y

international conference to identify results and lessons

Infancia ()

learned from producing and broadcasting this television

For developing an integrated education/health/nutrition

series for Israeli and Palestinian children. The

programme for at least 5,000 children in various

programmes were designed to enhance respect and

communities in the State of Falcon through home-based

mutual tolerance among the children.

centres and home visits. The focus will be on children from zero to three years, and pregnant and lactating women. This involves the continuation and expansion of the existing preschool centres; developing good quality educational materials and training modules; and reinforcing networking with other agencies across Venezuela.

Zimbabwe Care Models in Farms Farm Orphan Support Trust () For exploring and experimenting with a variety of models for orphan care, including extended families, foster care families, family-type groups, child headed households and so on; for ensuring that systems are in place to protect and care for the most vulnerable; and for responding to the impending  related orphan crisis.

Chiyubunuzyo Early Childhood Education Project Africa Community Publishing and Development Trust () For improving the lives of Tonga children between zero and six through the active participation of communities in the establishment of 64 preschools for approximately 1,800 children, and through the development of children’s stories and a curriculum for baby minders.

Once there were no fences in my culture Namibia: Family Support in photo: Paula Nimpuno Poster competition entry

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ECD

Project

About the Bernard van Leer Foundation The Bernard van Leer Foundation is a private foundation based in The Netherlands. It operates internationally, concentrating its resources on early childhood development. The Foundation’s income is derived from the bequest of Bernard van Leer, a Dutch industrialist and philanthropist, who lived from 1883-1958.

The Founder

The Foundation takes its name from Bernard van Leer, who in 1919, founded an industrial and consumer packaging company that was to become Royal Packaging Industries Van Leer .

This is currently a limited company operating in over 40 countries worldwide. During his lifetime Bernard van Leer supported a broad range of humanitarian causes. In 1949, he created the Bernard van Leer Foundation, to channel the revenues from his fortune to charitable purposes after his death. When he died in 1958, the Foundation became the beneficiary of the entire share capital of the then privately owned Van Leer enterprise and other assets. Under the leadership of his son Oscar van Leer, who died in 1996, the Foundation’s charitable activities were focused on supporting the optimum development of children who are disadvantaged by their social, economic or educational background.

This is because research findings have demonstrated that interventions in the early years of childhood are most effective in yielding lasting benefits to children and society.

The Foundation’s objective

The grants programme

The Foundation seeks to enhance opportunities for children growing up in circumstances of social and economic disadvantage to optimally develop their innate potential. In doing so, the Foundation has chosen to concentrate on children from zero to seven years of age.

The Foundation’s grantmaking is governed by strict geographic and programmatic criteria.

Grants can only be made for projects concerned with the development of disadvantaged children aged 0-7 years, and in countries eligible for grantmaking.

The Foundation accomplishes its objective through two interconnected strategies: 1. an international grants programme in selected countries aimed at developing contextually appropriate approaches to early childhood development; and 2. the sharing of knowledge and know-how in the domain of early childhood with relevant audiences world-wide, primarily drawing on the experiences generated by the projects the Foundation supports, with the aim of informing and influencing policy and practice.

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Questions and answers Israel: Beer Sheva National Dissemination Project photo: Association for the Advancement of the Ethiopian Family and Child

For the period 1996-2001 the following 40 countries have been selected: Australia, Belgium, Brazil, Chile, China (People’s Republic), Colombia, Egypt, El Salvador, France, Germany, Greece, Guatemala, India, Ireland, Israel, Italy, Jamaica, Kenya, Malaysia, Mexico, Morocco, Mozambique, Namibia, The Netherlands, Netherlands Antilles, New Zealand, Nicaragua, Nigeria, Peru, Poland, Portugal, South Africa, Spain, Thailand, Trinidad & Tobago, Turkey, United Kingdom, United States of America, Venezuela, Zimbabwe.

In accordance with the Foundation’s statutes, these are primarily countries where the Royal Packaging Industries Van Leer  operates.

Grants are made to governmental and nongovernmental, non-profit organisations.

The Foundation makes two types of grants.

1. One-time grants for one-off projects, up to a maximum value of  50,000.

Projects have to fit within the Foundation’s general terms of reference. They must also be concerned either with enhancing the quality of early childhood development programmes

B er nard van Leer Foundat ion

(for example, by developing new activities and materials or by capacity building); or with sharing knowledge and know-how relating to early childhood development. The Foundation spends only a small percentage of its resources on these grants annually and, therefore, funds only a limited number of such small-scale projects.

2. Grants for development projects with a long duration.

Applications for such projects are usually initiated by the Foundation itself. Projects have to fit within the thematic priorities the Foundation has established for the country concerned, and should be of an innovative nature, culturally relevant, sustainable and likely to have a wider impact. In addition to financial support, such projects also receive professional guidance in developing, monitoring and evaluating their experience.

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An n u a l R e p o r t

At any given time, the Foundation supports more than 140 major projects around the world. All these projects concentrate on young children. However, the context in which they operate varies greatly. Some are in developing countries, others in industrialised countries.

They can be situated in urban slums, shanty towns or remote rural areas. They may focus on children of ethnic and cultural minorities, single or teenage parents, or refugees and migrants; and may include children who live in settings where violence prevails, or in environments which hamper their optimal development. Projects may be concerned with improving the quality of institutional services for children – such as daycare centres, preschools and health and other services – or with developing community-based services; or they may focus on strengthening the quality of the home environment, targeting parents and other family members/caregivers in particular.

What all projects have in common is that they seek to develop an approach that is appropriate in its specific context. This leads to a rich diversity of practice.

Sharing knowledge and know-how

The hundreds of projects that the Foundation has supported over the years represent a wealth of experience. The Foundation capitalises on these experiences by analysing them and distilling lessons learned. The knowledge and practical know-how generated in this way is made available to those concerned with early childhood development whether as practitioners, trainers, academics or policy/ decision makers. This enables the Foundation to have a wider impact than is possible through grantmaking alone.

B e r nard van Leer Foundat ion

The Foundation operates a communications programme which includes: - regular publications (an Annual Report, the four monthly Early Childhood Matters, and a twice yearly Espacio para la Infancia); - a series of publications under the title ‘Early Childhood Development: Practice and Reflections’ that address important issues in ; - a series called ‘Working Papers in Early Childhood Development’ that consists of background documents drawn from field experience; - a Website (www.bernardvanleer.org); - one-off publications; and - videos illustrating the approaches that projects have developed.

The Foundation also encourages the projects that it supports to document their experience.

Documents, materials, publications and videos produced by projects are housed in the Foundation’s Resource Centre. In relevant cases, the Foundation also supports projects in producing their own publications and videos for wider distribution. In this way Foundation and projects work in partnership to create better development opportunities for the greatest number of disadvantaged children possible.

The Foundation’s publications are available to organisations and individuals working in the area of early childhood development and related fields anywhere in the world. They are available free of charge in single copies. A list of publications and videos can be obtained from the addresses shown on the back cover.

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The Foundation’s Mandate

The Foundation’s Mandate is to improve opportunities for young children aged zero to seven years living in circumstances of social and economic disadvantage. It rests on a vision of a world that respects the rights, dignity and equality of children, their families and the communities they live in. This implies access to health care and education, social and economic justice, a sustainable natural environment, and opportunities for self-fulfilment.

- has adopted a contextual approach which builds on people’s strengths as a guiding principle and therefore encourages the building of local capacity, local ownership and working in partnership.

The Foundation:

For children, these include: enhanced survival chances; better general health; improved social skills and school performance in later years; greater self-esteem and a positive outlook.

- is concerned with young children’s overall development and therefore promotes a holistic approach including education, health and nutrition; - believes that children’s development is the primary responsibility of parents and therefore actively promotes the enhancement of parents’ capacity to support their children’s development; - attaches great importance to the involvement of the community as a major factor in children’s development and therefore promotes a development strategy that is rooted in the community and is culturally, socially and economically appropriate;

Concentrating on the development of young children and their environments will have a preventative and lasting effect and will generate tangible benefits.

For parents and caregivers it can lead to: enhanced capacity to support the development of children; and increased self-confidence and motivation.

For society at large it can lead to: lower repetition and drop out rates in the school system; lower delinquency rates; lower expenditure on welfare services; and a healthier and better educated population that is more able to obtain and keep productive employment and contribute fully to the development of its society.

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Trustees and staff at 1 May 1999

Trustees

Programme Development and Management Chairman I Samrén (Sweden)

Tom Hermans (Director) Huub Schreurs (Director pro tem) Essie Karting (Support Officer) Audrey van der Burg (Proposal Administration) Marianne Huiskens (Proposal Administration)

Mrs M C Benton () J L Brentjens (The Netherlands) R Freudenberg (Germany) J Kremers (The Netherlands) H B van Liemt (The Netherlands) A Mar-Haim (Israel) J K Pearlman () P J J Rich (Switzerland)

Africa Desk Paula Nimpuno-Parente Tanja van de Linde Jackie Ratsma Asia Desk Liana Gertsch Wim Monasso Pastoria Dumas

Executive Office Rien van Gendt (Executive Director) Jane Hartman (Secretary) Liesbeth Zwitser (Adviser to the Executive Director) Sylvia Burns (Secretary)

Europe Desk Henriette Heimgaertner Rita Swinnen Norma Fischer

Support Staff Automation Ellen Uijterwijk Robin Lichtendahl

Latin America Desk Jorge Laffitte Marc Mataheru Mavis van Eps

Common Room Suzanne Riemen

/Caribbean Desk Frank Bron Jolanda de Haan

Financial Administration Aad Scheele Jane Moerland

Programme Documentation and Communication

Human Resources Marie-Louise Röell Fhaishel Ashraf Agnes Riley Margriet Wolters

Gerry Salole (Director) Sylvia Erwig (Support Officer) Angela Ernst (Secretary) Anne Bergsma Lenny Both Joanna Bouma Ruth Cohen Ranyee Durgaram Judith Evans Els Logtenberg Jim Smale Sonja Wehrmann

Reception Marian Meyer Yvonne van Wijngaarden Registry André van den Brink Lia de Ruiter Travel, Conferences and Visitors’ Services Pamela Visscher Teresa Pegge

Certifying Accountant Ernst and Young, Accountants, The Hague

Technical Services Gerard Kemme Ramon Rabikan

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The Bernard van Leer Foundation’s structure

Executive Office

Automation

Common Room

Financial Administration

Human Resources

Reception

Registry Travel, Conferences & Visitors’ Services Programme Development and Management

Programme Documentation and Communication

Technical Services

The Bernard van Leer Foundation is entered in the Foundations Registry of the Chamber of Commerce and Industry of The Hague, under number S 197262.

The Bernard van Leer Foundation qualifies as an institution under Article 24, paragraph 4 of the Inheritance Tax Act of 1956.

Photo front cover Window on the future (France) photo: Angela Ernst Design & Production Homemade Cookies Graphic Design bv The Hague, The Netherlands